Barclays 2014 Annual Report Download - page 14

12 I Barclays PLC Annual Report 2014 barclays.com/annualreport
How we are doing
Q Realigning our structure: As part of the Strategic Review in 2014
we brought Equities and Credit teams together under the same
management to provide a more integrated approach. Closer
alignment across Banking and Markets teams will also provide a
more complete service to clients encompassing primary issuance
and secondary trading
Q Improving client management information and targeting: We have
invested technology and resources in our management information
and analytics that enable us to provide more finely targeted solutions
for our clients
Q Investing in people and conduct: The quality of our people and the
way they do business is fundamental to building and maintaining
strong relationships with our clients. In 2014 over 6,800 employees
in client-facing roles took part in our new Conduct College, helping
to develop our employee value proposition
Balanced Scorecard metric Actual
2013
Actual
2014
Target
2018
PCB, Barclaycard and Africa Banking
weighted average ranking of
Relationship Net Promoter Score®
vs. peer sets
3rda4th 1st
Client Franchise Rank: Weighted
average ranking of wallet share or
customer satisfaction with priority
clients in the Investment Bank
N/A 5th Top 3
Note
a Revised due to the creation of PCB as part of the May 2014 Strategy Update.
Corporate clients now contribute to the NPS metric, and no longer contribute to the
Client Franchise Rank
Q Relationship NPS ranking provides a simple customer advocacy
measure and indicates growth potential across our franchise
Q A ranking widely used in banking and other industries, it facilitates
comprehensive benchmarking, simplifies target setting and identifies
best practice, bringing the customer’s voice to the heart of Barclays.
It is income-weighted using divisional customer satisfaction
Q For the investment banking industry, NPS is not as widely
measured. Therefore, a ‘Client Franchise Rank’ is calculated as
measuring use of our products and services by target clients.
Improving our rank with these clients is a key indicator of
effectiveness in meeting their needs, supporting delivery of
improved returns for Barclays
Q Client Franchise Rank is a revenue-weighted ranking of our global
client share across the Investment Bank
Becoming ‘Go-To’
Relationship NPS
We are working hard to strengthen our brand and in 2014 we made it
a priority to listen to our customers to gain a better understanding of
what they want. We have focused on developing, testing and investing
in technology such as video banking, cheque imaging, smart call and
finger scanning to improve our customers’ and clients’ experience and
to be responsive to their needs as these change. These new
technologies developed in 2014 are now in place in branches across the
UK, and help to make our most important interactions with customers
and clients simple – putting power in their hands to transact when,
where and how they want to.
We continue to simplify our products and services and improve what
we offer to match customer needs with the right service model.
The deterioration of Relationship NPS performance at Group level in
2014 has been driven by scores awarded by UK retail customers. During
2014 legacy issues have continued to weigh heavily on the reputations
of banking brands, Barclays among them. This year has also seen
substantial investment in programmes designed to improve customer
experience across our customer franchise in the long term. While these
programmes can be disruptive to customer perception in the short-term,
we are confident that this investment, together with a more positive
outlook for our brand, will support our progress towards the perception
of Barclays as the leading bank by 2018.
Through 2015, we need to ensure we deliver our investment
programmes, with a focus on the UK retail customer environment in
order to improve our largest customer footprint ranking. As we put in
place an improved, efficient new banking experience in our branches,
we will closely monitor customer reaction so that on-the-ground staff
can help customers adapt to changes.
Client Franchise Rank
The metric is calculated on a new basis from 2014, with corporate clients
that were surveyed as part of the 2013 metric now captured in the NPS
score, reflecting organisational changes as a result of the Strategy Update.
Although not directly comparable with the prior year score of 4th, our
ranking of 5th for 2014 provides a strong platform from which to build as
we aspire to our long-term goal of being ‘top 3’ with our target clients.
We will seek to achieve this goal by focusing on the following key areas:
Q Innovating through technology: For example in 2014 we launched
the Barclays Live iPad app for institutional clients – the app has
now been downloaded by over 4,000 clients and has received very
positive feedback
We provide further detail on our products and services,
as well as our services to customers and clients, such as
Digital Eagles, at barclays.co.uk/digitaleagles
Within three days of a fire destroying the Barclays branch at Jomo Kenyatta
International Airport in Nairobi, the local team had set up a temporary
branch – in a tent. A shining example of putting customers first.
Fired up team
beats blaze
in Kenya
For our Customers and Clients
We aim to be the bank of choice
Our Balanced Scorecard Our Balanced Scorecard